Management and Organisational Behaviour 7 th Edition CHAPTER
Management and Organisational Behaviour 7 th Edition CHAPTER 20 Resourcing the Organisation Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 2 Resourcing the organisation Whose concern is this? • Most managers are likely to be faced with a frequent need to recruit & select staff • Effective resourcing is a central part of the HRM function Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 3 Resourcing the organisation Whose concern is this? • Managers & supervisors should have some say in the appointment of own staff • Recruitment & selection of staff can be regarded as a specialist activity but all managers should be well acquainted with the basic procedures & skills involved & have access to HR department for advice Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 4 Prerequisites for an effective recruitment & selection policy • The clarification of corporate objectives • Design of an effective structure • A system of human resource planning Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 5 HR planning A strategy for the acquisition, utilisation, improvement & retention of an organisation’s human resources Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 6 Main HR planning stages • Analysis of existing staffing resources • Estimating likely changes in resources by the target date • Forecasting staffing requirements necessary to achieve corporate objectives by the target date • Measuring the required staffing resources available as & when required Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 7 Figure 20. 1 Main stages in HR planning Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 8 Value of HR planning • Foresee changes & identify trends in staffing resources • Adopt personnel policies that help to avoid major problems • Reconcile differences between supply & demand • Provides framework in which action can be taken to overcome staffing differences Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 9 Value of HR planning • Continuous process that seeks to ensure flexible resourcing related to internal/external environmental influences • Can help anticipate potential future difficulties while there is still a choice of action Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 10 Figure 20. 2 Recruitment & selection of staff Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 11 Job analysis The total process by which a job description & a person specification are produced Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 12 Figure 20. 3 Possible contents of a job description Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 13 Person specification Document that gives information about the job, providing a blueprint of the ideal person to do the job & the personal attributes & qualities associated with successful performance Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 14 Attracting suitable candidates - sources • • • Employment services – job centres/agencies Careers advisory offices Schools/colleges/universities Private employment agencies Professional & executive appointment registers Ex-service organisations Personal introductions Exhibitions for mass recruitment Advertising Headhunting – executive searches Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 15 Methods of selection • • Short-listing Graphology Peer rating In-tray exercises Selection tests Peer questionnaires Assessment centres Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 16 The selection interview Despite constant criticisms the interview is usually a central & indispensable element of the selection process and is still a widely used method of selection Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 17 Interview style • Behavioural interviews – questions about how candidates have handled past situations • Situational interviews – posing hypothetical, future-oriented questions to help assess future job performance Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 18 Interview considerations • Seating arrangements • Types of questions to ask • Purpose of questions Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 19 Interview questions Leading Time keeping is important. Are you a good time keeper? I guess you regret that now, do you? Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 20 Interview questions Open What made you decide to ………. ? How did you happen to…………. ? Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 21 Interview questions Direct / closed What grades did you get in each of your A- level subjects? Exactly how many staff report directly to you? Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 22 Interview questions Reflective remark You appear to prefer working in a busy office It seems that you do not respond well to personal criticism Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
OHT 20. 23 Figure 20. 5 Selection decision – grading schemes Mullins: Management and Organisational Behaviour, 7 th edition © Pearson Education Limited 2005
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